Appendix AJakarta Detailed Comparisons. A-2 Appendix A – Contents Motorpool Details MotorpoolActivities Motorpool Vehicles Vehicles Not Counted in Motorpool.

Appendix A—Jakarta Detailed Comparisons

A-2

Appendix A – Contents

Motorpool Details

Motorpool—Activities

Motorpool Vehicles

Vehicles Not Counted in Motorpool

Motorpool Infrastructure

Motorpool Service Characteristics

Motorpool Survey Results – Jakarta

Comments about Motorpool – Jakarta State/ICASS

Comments about Motorpool – Jakarta USAID

Motorpool Cost Comparison Statistics

Motorpool Costs Comparisons

Property Management Details

Property Management—Warehousing General

Property Management—Warehousing Personnel

Property Management—Inventories

Property Management—Warehouse Inventory

Property Management—Inventory Control

Property Management Survey Results – Jakarta

Comments about Property Management – Jakarta State/ICASS

Comments about Property Management – Jakarta USAID

Property Management Costs Comparison Statistics

Property Management Costs Comparisons

A-3

Appendix A – Contents (Cont’s)

Residential Maintenance Details

Residential Maintenance—Personnel


Residential Maintenance—Description

Residential Maintenance—Service Levels

Residential Maintenance Survey Results - Jakarta

Comments about Residential Maintenance – Jakarta State/ICASS

Comments about Residential Maintenance – Jakarta USAID

Residential Maintenance Costs Comparison Statistics

Residential Maintenance Costs Comparisons

Leasing Details

Leasing

Leasing Survey Results – Jakarta

Comments about Leasing – Jakarta State/ICASS

Comments about Leasing – Jakarta USAID

Leasing Costs Comparison Statistics

Leasing Costs Comparisons

A-4

Jakarta Motorpool Details

A-5

Motorpool—Activities

Activity State/ICASS USAIDOpportunities/

CommentsDrive 19 drivers

Drivers work 2 overlapping shifts that cover 6 a.m. to 6 p.m. State employs 2 drivers on 12-hour shifts at night and on weekends (3.5 FTE for nights and weekends)

13 drivers (includes Director’s driver who drives for motorpool approximately 30 % of the time)

Drivers work 2 overlapping shifts that cover 6 a.m. to 6 p.m. USAID does not have drivers on night or weekend shift

Both motorpools have capacity that handles the most extreme peaks of demand

Consolidation of motorpools could reduce numbers of drivers and vehicles required to handle peak demand periods while maintaining these very high service levels

Schedule Scheduling can be coordinated

Fuel Embassy pumps (shared) Embassy pumps (shared) Consolidation may reduce record keeping effort

Maintain Minor maintenance is conducted in house by 3 maintenance personnel

More major maintenance is performed at 3 different garages, one for each type vehicle

Drivers inspect and clean

Maintenance is performed by 1 garage for all vehicles

Drivers inspect and clean vehicles

Consolidation of garage contract maintenance would reduce total administrative effort—fewer contacts, records, and payment vouchers

A-6

Motorpool—Activities (Cont’d)


CommentsDispatch Supervisor and 2 dispatchers

(dispatchers also perform administrative duties during overlap of shifts—only one dispatcher on duty at any one time)

Supervisor/dispatcher and 1 dedicated dispatcher

Only 1 dispatcher is required to handle volumes

Consolidation of motorpools could:

Reduce 1 dispatcher

Reduce total vehicle and driver requirements through coordination of trips

Trip logs are not used to manage scheduling or capacity planning

Logs could be maintained electronically and used to plot peak demand requirements and need for drivers and contractors

Detailed accounting of service usage could enable billing based on usage enabling more prudent use by service customers

A-7



CommentsRecords Trip logs and cumulative

reports are paper-basedTrip logs are paper-based and transcribed to an Excel spreadsheet

Records entered into the computer should be maintained and used (see “dispatch”)

Selection and installation of a better log system could provide automated reports for scheduling, maintenance, capacity planning, and dispatching

Clean/maintain facilities

Janitorial contract Janitorial contract Use best contract reducing contract administration

Train No planned training

5 drivers have received DS training

Supervisors, all drivers, and the dispatcher have received DS training

Develop and administer common training program

Meetings Meetings are accomplished ad hoc, less than 1 hour per week

Few meeting, supervisor meeting once per week

A-8



CommentsManage drivers 1 supervisor and GSO for

transportation part-time

Vehicle policies are not written

1 supervisor, DEXO (10 %), and EXO (5 %)

Vehicle policies are written

Consolidated operations would likely require 2 supervisors. Overhead management could be reduced by one part-time manager

Plan resources No observations

Order vehicles, parts, & supplies

No observations

Expedite airport arrivals

Daily

Daily pouch pickup at airport

Daily Coordinate airport runs

Manage special events/visits

5 per year on average 4 special delegation support per year on average

Consolidate resources to support events/visits

Answer complaints

No observations

Handle breakdowns

No observations

Accident reports 5 per year on average 4 in the past 12 months

Estimate 2 hours per accident

A-9

Motorpool—Vehicles

Vehicles State/ICASS USAIDOpportunities/

CommentsVehicles 3 vans

4 light SUV (Toyota Kijang) (2x4)

11 Sedans

2 vans

8 light SUV (Toyota Kijang and Kresta) (2x4)

1 sedans

(1 Camry dedicated to the Mission Director, new Camry just arrived)

ICASS and USAID use mostly similar types of vehicles.

Vehicle utilization appears to be low in both ICASS and USAID. Vehicle inventories could be reduced with consolidation.

Other motorpools on post include:DAO (4 vehicles)ODC (1 vehicle)FAS (1 vehicle)FCS (2 vehicles)NAMRU (6 vehicles—off compound)

Vehicles could be consolidated into one motorpool reducing requirements/costs without adversely impacting service

Special use vehicles/ others

2 9-pax and 2 10-pax buses

12 warehouse, 11 residential maintenance????

1 Mission Director, 3 maintenance (1 4x4, 2 vans), 3 warehouse (pickup, 2 vans), 4 disposal (2 Jeeps, 2 vans)

Disposal vehicles should be eliminated

Total vehicles 18 total vehicles (excl special) 11 motorpool vehicles

A-10

Vehicles Not Counted in Motorpool

Non-ICASS Vehicles

Armored BMW—Ambassador

Armored Ford LTD—DCM

Armored Suburban—motorpool

2 Armored Cherokees—motorpool

1 Armored Landcruiser—MSG use

1 Armored GMC van—MSG

1 Armored GMC van—motorpool use

2 Armored vehicles—Regional affairs

5 trucks and 1 SUV dedicated to warehouse

8 trucks and 1 SUV dedicated to maintenance

USAID vehicles dedicated to other purposes

Camry (CD 12-05) Director

Van (B 76100-12) Warehouse

Van (B 75739-12) Warehouse

Ford Ranger (B 75219-12) Warehouse

Kijang (CD 12-134) Maintenance

Van (B 75741-12) Maintenance

Van (B 75742-12) Maintenance

4 other vehicles slated for disposal

A-11

Motorpool—Infrastructure

Infrastructure State/ICASS USAIDOpportunities/

CommentsFacilities Driver waiting area and a

separate dispatch area on the compound

Dispatch and waiting areas are shared with 4 other motorpools

Facility is located adjacent to parking lot

Driver waiting area and a separate dispatch area on the compound

Facility is located on opposite side of building from the parking lot

Facilities could be combined and reconfigured

Miscellaneous motorpools (DAO, FCS, etc.) could be moved into current USAID facilities and charged for the space, or

All motorpools could be consolidated into a single motorpool space

Communications All motorpools on compound use a common communications system

All motorpools on compound use a common communications system

This system could easily be used to coordinate trips and reduce overall requirements

Computers/ software

Use MS Outlook application for trip request

Use Excel spreadsheet for recording dispatches and compiling trip reports

Use MS Outlook application for trip requests

A consolidated motorpool should maintain dispatch information on a computer and use software to analyze demand trends for efficient scheduling and capacity planning

A-12

Motorpool—Service Characteristics

Service Characteristics State/ICASS USAID

Opportunities/ Comments

Service areas Greater Jakarta area including significant activity in south Jakarta

Greater Jakarta area, including outlying areas

Consolidation of motorpools could provide better coordination of trips in this high density traffic area

Shuttles Home to office and office to home

5 shuttles/drivers in the morning/ 5 shuttles/drivers in the afternoon

Shuttles go to all major housing compounds and some individual houses (same areas for ICASS and USAID)

Home to office and office to home

8 vehicles/drivers required each morning and each evening

Shuttles go to all major housing compounds and some individual houses (same areas for ICASS and USAID)

ICASS and USAID shuttles duplicate one another.

Consolidation could significantly improve service levels and/or reduce the shuttle vehicle and driver requirements.

Though further investigation is needed, estimate 3 to 4 drivers and vehicles and fuel could be saved.

Service levels Requests for cars and drivers are almost always filled except in the case of rare last minute requests

Individuals can use official drivers and vehicles for personal trips within 30 days of arrival/departure (including weekends)

Requests for cars and drivers are almost always filled except in the case of rare last minute requests

Individuals can use official drivers and vehicles for personal trips within 30 days of arrival/departure (including weekends)

Service levels are extraordinarily high

High service levels can be maintained through consolidation while reducing drivers and vehicles

A-13

Motorpool—Service Characteristics (Cont’d)

Service Characteristics State/ICASS USAID

Opportunities/ Comments

Coordination ICASS and USAID rarely request to share vehicles, but are willing to do so

The mission has a quota for 25 imported vehicles. Imported vehicles typically have unique capabilities, but the agencies at post have not coordinated the requirements

Decide at a higher level the appropriate priorities for quotas

Special requirements

4 buses are on the compound that are used infrequently to support VIP delegations

Replace the buses with smaller, less obtrusive vehicles

Contract out capacity that is seldom needed

A-14

Motorpool Survey Results – Jakarta

Strongly Disagree

Disagree Neutral Agree Strongly Agree

MeanMean

State/ICASS(n=18)

USAID(n=24)

Note: Questions within a shaded box (1e) indicate that the difference between the means of State/ICASS and USAID is statistically significant at 0.05.

0%

0%

0%

0%

0%

0%

0%

0%

8%

0%

0%

0%

0%

0%

0%

0%

8%

0%

0%

0%

17%

33%

33%

33%

33%

25%

50%

25%

67%

58%

58%

67%

75%

50%

58%

0% 20% 40% 60% 80% 100%

1g. Overall, you are satisfied with the motorpool operation.

1f. You are kept informed of the status of your vehicle & driver requests.

1e. The motorpool policy is written, available, and appropriate.

1d. Motorpool (drivers) staff are well trained and courteous.

1c. Drivers are familiar with the local traffic patterns, laws and customs and deliver

you to your destination safely and on time.

1b. Motorpool services are provided on time.

1a. Vehicles are well maintained and clean.

0%

5%

5%

0%

0%

0%

0%

0%

5%

10%

0%

4%

0%

0%

8%

18%

29%

8%

4%

8%

4%

29%

36%

38%

29%

38%

38%

25%

63%

36%

19%

63%

54%

54%

71%

0% 20% 40% 60% 80% 100%

4.42

4.50

4.75

4.67

4.50

4.42

4.67

4.67

4.46

4.42

4.54

3.57

3.95

4.54

A-15

Comments about Motorpool – Jakarta State/ICASS

The drivers are always courteous and punctual and get me where I need to go.

We have our own drivers so I don't ever use. They appear to be knowledgeable.

ODC is not a member of the Embassy Motorpool.

It is noticed that some of our DS personnel are being provided home to office and office to home transportation without paying for the service. I agree that the Duty Officer for the week should be allowed to drive the office car but not that everyone

I am Agency head of Naval Medical Research unit 2 (NAMRU2) located 3 miles from the Embassy and we have our own motor pool, both vehicles and drivers, under the umbrella of the US Embassy.

A-16

Comments about Motorpool – Jakarta USAID

Great drivers - all of them (USAID)

On occasion a request for pickup has been misunderstood, i.e., wrong time, wrong place.

Vehicle selection is poor (locally-produced Toyota Kijangs). Extremely high levels of pollution are introduced into the vehicle cabins due to inadequate equipment (lack of "recirculate" feature on A/C and vents forces outside air to be blown in)

Motorpool services are provided by USAID for only USAID employees. No ICASS motorpool services are currently provided.

Motorpool staff are courteous, friendly, helpful and very professional.

I would point out I'm the EXO and have a motorpool that comprises 14 drivers, a motorpool dispatcher and supervisor. I personally do not use the motorpool a great deal but monitor it's performance closely thru staff assigned to oversee its operation.

The USAID motorpool does an excellent job of maintaining records. For example, I once asked if an employee had taken the shuttle on a particular day. They were able to immediately locate the record and tell me yes and the time of day

USAID and State maintain separate motorpools are our Mission (Indonesia). My responses pertain only to the USAID motorpool.

Could not function without a dedicated USAID Motorpool. Having drivers and staff under the Mission is imperative to being able to function.

A-17

Motorpool Cost Comparison Statistics

Motorpool Statistic DescriptionState/ ICASS USAID

Total number of motorpool customersTotal of USDH, offshore PSCs and FSN-5 and above for all customer agencies 242 167

Number of vehiclesNumber of vehicles dedicated to motorpool including shuttle vehicles 26 11

Vehicles/customerTotal of vehicles divided by number of customers (total population of staff who can use service) 0.11 0.07

Total kilometers driven in a yearTotal kilometers driven taken from vehicle odometers for annual report 255,663.00 109,070.00

Average vehicle kilometers per yearTotal kilometers driven divided by number of vehicles (take out special use vehicles) 9,833.19 9,915.45

Average trips/day/vehicleAverage trips per day divided by number of vehicles (take out special use vehicles) 1.38 2.49

Number of drivers Drivers dedicated to motorpool 18 12.3

Drivers/customerTotal motorpool drivers, including shuttle drivers, divided by number of customers 0.07 0.07

Average trips/day/driverFrom sample trips logs, the total trips divided by days in sample divided by number of drivers in motorpool 2.00 2.23

Driver utilizationAverage trips/day/driver times the average hours/trip divided by hours in a workday 34.34% 45.02%

Number of supervisors/ dispatchersTotal number of supervisors, dispatchers, or supervisor/dispatchers in motorpool 4 3

A-18

Motorpool Costs Comparisons

Motorpool Cost Factors Description State/ ICASS

Totals USAID Totals

State/ ICASS Costs Per Customer

USAID Costs Per Customer

State/ ICASS Costs Per Kilometer

USAID Costs Per Kilometer

ManagementCosts of managers other than supervisors/dispatchers

$ 29,408.80 $ 26,863.95 $121.52 $160.86 $0.12 $0.25

DriversTotal of salaries, benefits, and entitlements for drivers

$ 116,190.93 $ 89,048.60 $480.13 $533.23 $0.45 $0.82

Drivers drivingDriver utilization multiplied times total labor costs of drivers

39,899.97$ 40,089.68$ $164.88 $240.06 $0.16 $0.37

Drivers standing by1-driver utilization multiplied times total labor costs of drivers

76,290.96$ 48,958.92$ $315.25 $293.17 $0.30 $0.45

Supervisor/dispatchers Costs of supervisor/dispatchers 23,140.81$ 29,883.25$ $95.62 $178.94 $0.09 $0.27

Other clerical or labor Costs of clerks or other staff assigned to direct vehicle operations

4,803.41$ 1,839.10$ $19.85 $11.01 $0.02 $0.02

Vehicle maintenanceTotal costs of maintenance including parts, labor, and maintenance facilities

57,864.63$ 3,184.00$ $239.11 $19.07 $0.23 $0.03

Vehicle fuel Total costs of fuels and lubricants 11,974.85$ 7,542.00$ $49.48 $45.16 $0.05 $0.07

Vehicle depreciationPurchase price divided by 5 to 7 years depending on type vehicle; or zero, if totally depreciated

121,241.67$ 29,350.00$ $501.00 $175.75 $0.47 $0.27

Other costsCosts of facilities, overhead, etc. divided by total kilometers

6,422.00$ 3,227.00$ $26.54 $19.32 $0.03 $0.03

Total 371,047.10$ 190,937.90$ 1,533.25$ 1,143.34$ 1.45$ 1.75$

A-19

Property Management—Warehousing General

Factor State/ ICASS USAIDOpportunities/

CommentsFacilities Temporary facility while

permanent GO facility is being renovated

Renovation expected to be completed in April 2005

Temporary facility is spacious with storage, shops, and maintenance areas

Remote warehouse facility

One large bay with one minor bay off of large

2 offices

Carpet and other items in a storage area

Other small areas in back

OBO renovation of ICASS warehouse did not consider space requirements of USAID

USAID is looking for another facility

ICASS may require still more space

Coordinate single facility to meet both requirements for additional space

Climate controlled areas

Welcome kit area

Office areas

Office supply area

Liquids and other items storage area

Welcome kit area

Records area

1 climate controlled bay

Square meters 4930 net square meters in temporary facility

???? Available in permanent facility under renovation

1,207 net square meters

A-20

Property Management—Warehousing General (Cont’d)


CommentsCustomers Posts: Jakarta, Dili,

Surabaya, Medan

Agencies: State, Library of Congress, FBIS, ODC, Foreign Agricultural Service, ATO, Commerce, Justice, NAMRU, MSG, SSP, Public Affairs Section, DAO

Posts: Jakarta, Dili

Agencies: USAID

Communications Phones are adequate Poor phone lines

VPN to post

Vehicles 5 trucks

1 SUV

2 vans

1 pickup

[2 Jeep Cherokees (not used—disposal); 1 sedan/ 1 van (not used—disposal)]

Consolidation of warehouses could reduce the need for at least 2 vehicles

A-21


Factors State/ ICASS USAIDOpportunities/

CommentsNumbers of households supported

? 22 DHs

16 PSCs

Special services Upholster furniture

Refurbish furniture

Clean drapes

Provide and deliver water under contract

Propane gas is contracted

Fire extinguishers are provided by OBO

Upholster furniture

Refurbish furniture

Clean carpets

Provide water under contract, but deliver water directly

Propane gas is contracted

USAID provides own fire extinguishers

Determine highest value approaches and adopt as best practice

Equipment 2 forklifts (1 additional to be ordered)

1 Caterpillar forklift An additional facility will be required after completion of ICASS warehouse renovation

Split forklifts between two future facilities

A-22



CommentsObservations Similar household items are

managed independently for several agencies

12 sets of washers/ dryers in warehouse

36 ceiling fans stocked

Large number of excess lamps

Payments Some space is made available on request to agencies for special purposes

Projects do not pay for space used in warehouse

To reduce build-up of warehouse inventories, set up system whereby all users must pay for use of warehouse capacity

A-23

Property Management—Warehousing Personnel


CommentsPersonnel 1 American GSO , 1 S/GSO

(part-time)

38 FSNs

2 Americans (part-time)

4.5 FSNs

4 contractors

Management 1 GSO (40 %), S/GSO (3 %) EXO (5%), DEXO (15%)

Clerical 11 Secretary (50%), 2 supply clerks

Warehousemen 17 1 property manager

1 assistant property manager (vacant)

Drivers/ warehousemen

5 1.5

Mechanical/ technical

2

Janitorial 2

Laborers 4 contractors

A-24

Property Management—Inventories


CommentsWarehouse Inventory items/ value

Total: 21,242 with value of $ 11 million (total of all agencies) with value of $ 7.68 millions

Warehouse: 3,801 with value of $ 908,295

Total: 12,858 with value of $ 4.82 millions

Warehouse: 3,519 with value of $ 1.1 millions

Total inventory can be reduced significantly with furniture, appliance, and equipment pools

Types of inventory by funding

State program, PAS Program, ICASS equipment

Operating expense, RHUDO, trust funds, project funds (Child Survival, Development Assistance)

Purpose of inventory

Property for disposal and stocks on hand

Supplies for offices, residential maintenance and vehicle maintenance

Property for disposal and stocks on hand

Supplies for offices

A-25

Property Management—Warehouse Inventory


CommentsProminent items of inventory

Residential appliances

Residential furnishings

Administrative supplies

Office furniture

Office equipment

IT/telecom equipment

Fans and air conditioning equipment

Vehicle parts

Tools

Residential maintenance supplies

PAS program computer equipment

Residential appliances

Residential furnishings

Administrative supplies

Office furniture

Office equipment

IT/telecom equipment

Fans and air conditioning equipment

Water filters

Program and administrative/ financial management records

Appliance and furniture inventories should be reduced through formation of furniture, appliance, and equipment pools

Pools would reduce the total per capita requirements for on hand stocks to ensure availability when needed

In combination with a housing pool, movement of furniture, appliances, and equipment would be reduced resulting in less wear and tear on all and reducing need for staff and equipment to store and move items

A-26



CommentsNEPA criteria Inventory most items

All items that have serial number is barcoded

All items valued at greater than $ 50 (AID 500 Regulation)

Consolidation of inventory would require rationalization of inventory criteria

Volume of services 30,722 items inventoried in FY2003 (all agencies)

12,858 items inventoried in FY2003

Records systems in use

NEPA system BarScan system

4 barcode readers

Adopt best system and process

Accuracy of physical inventories

3 % not reconciled in FY2003

Care of goods Furniture is wrapped

Clean carpets

Clean furniture

Clean and store curtains

Furniture is wrapped

Clean carpets

Cover furniture in lieu of cleaning

Employees pay for curtains from allowance

Adopt best practice for both operations

A-27



CommentsWelcome kits Make up 50 kits during

moving season

Kits include TV/VCR

12 welcome kits Further investigate advantages of each system and adopt best practice

Disposal Conduct auctions twice per quarter

How conducted?

Conduct annual auction

In house sealed bid auction

Follow through on plans to reduce items in ICASS warehouse by 50 %

Develop consolidated auction reducing level of effort

Conduct auction soon to reduce inventories in both warehouses

A-28

Property Management Survey Results – Jakarta

3o. Overall, you are satisfied with the furniture, appliance & equipment operation.

3b5. The residential furniture & appliance policy is written, available, and appropriate.

3a5. You are kept informed of the status of your requests for service.

3b4. The welcome kit was complete and serviceable.

3a4. The welcome kit was available and delivered on time.

3b3. Furniture, appliances and equipment are reasonably up-to-date and well maintained.

3a3. Your work orders for furniture and equipment are dealt with correctly and in a timely manner.

3b2. The annual inventory & reconciliation of records was completed in a timely manner.

3a2. All items in your office have bar code labels indicating they are in the non-expendable property inventory.

3b1. You have been provided with the annual inventory & reconciliation of records report and it

was done in a timely manner.

3a1. All items in your residence have bar code labels indicating they are in the non-expendable property inventory.

Mean

Strongly Disagree


Mean State/ICASS (n=18) USAID (n=24)

Note: Questions within a shaded box indicate that the difference between the means of State/ICASS and USAID is statistically significant at 0.05.

3.00

3.00

3.43

3.57

3.40

3.73

4.12

4.06

3.35

3.63

3.82 0%

0%

6%

12%

12%

0%

7%

14%

21%

19%

24%

12%

0%

18%

0%

0%

13%

20%

7%

0%

13%

6%

12%

38%

12%

6%

6%

20%

13%

14%

21%

25%

24%

59%

63%

65%

35%

29%

47%

47%

36%

29%

38%

41%

18%

0%

0%

47%

53%

20%

13%

29%

29%

6%

6%

0% 20% 40% 60% 80% 100%

4.14

3.90

4.13

3.77

3.96

3.78

4.32

3.86

3.50

3.59

3.754%

5%

4%

0%

0%

4%

4%

0%

0%

5%

0%

4%

9%

21%

14%

5%

13%

0%

9%

4%

5%

5%

25%

23%

17%

23%

5%

13%

17%

27%

9%

20%

14%

46%

50%

38%

27%

45%

39%

52%

41%

57%

35%

45%

21%

14%

21%

36%

45%

30%

26%

23%

30%

35%

36%

0% 20% 40% 60% 80% 100%

A-29

Comments about Property Management – Jakarta State/ICASS

Luckily, I am a non-State agency and so have furniture and some appliances from our own pool. Maintenance/repair requests are very confusing--there is some sort of automated system and you often receive confirmation for the last request that you made.

The GSO Warehouse operation does not employ the NEPA system and I have as yet to get an inventory of my residence. It has now been 5 months since I have arrived at post.

The GSO office does a good job at Preventive Maintenance for the homes under its jurisdiction. They advise you of the dates the workers will be arriving for PM well ahead of time and they service the house very well and will try to take care

A-30

Comments about Property Management – Jakarta USAID

Frequent errors in NXP record keeping. Equipment and furniture listed as being provided to residence when it was not.

Welcome kit was very basic compared to others I have seen.

The last NXP inventory has not been fully reconciled. Items at my residence were not included on the listing provided after the physical inventory done last year. Requests for service are dealt with in a haphazard manner - sometimes immediate

Quality of USAID Mission's furniture is exceptional. USAID Warehouse staff very responsive to individual Mission members' needs.

Apartment fully furnished by landlord.

It would be good to be able to lease a small refrigerator from USG (as only one standard size refrigerator fits it in apartment), however, no small refrigerators are available for lease.

Welcome kit when I arrived in 1999 was inadequate. Sheets/towels old and nasty. Cookware cheap and burnt food. This may have been changed by now, but was unsatisfactory upon my arrival at post.

A-31

Property Management Costs Comparison Statistics

Warehousing/Property Management Statistics Description State/ ICASS USAID

Number of property management customers

Total of government-owned and short-term leased residences. May include vacant residences. Does not include residences used for offices or clubs

136 40

Number of non-expendable items in inventory

The number of non-expendable items in ICASS NEPA and USAID BarScan databases

21,242.00 12,858.00

Value of non-expendable items in inventory

The value of non-expendable items in ICASS NEPA and USAID BarScan databases--includes residential, office, and other items

$7,682,580.85 $4,820,145.00

Value of non-expendables/customerValue of all non-expendable items divided by the number of customers

$56,489.57 $120,503.63

Net area in warehouseArea of the warehouse floor space, including isles and offices. Area includes space in containerized trailors used for storage. Deos not include areas in parking lots

4,930.00 1,207.00

Number of non-expendable items in warehouse

Items in the NEPA and BarScan inventories that are stored in the warehouse area(s)

3,801.00 3,519.00

Value of non-expendable items in warehouse

Value of items in NEPA and BarScan inventories that are stored in the warehouse area(s)

$908,295.48 $1,121,191.00

Percentage of value of goods in warehouse

Value of items stored in warehouse divided by value of total items in respective inventories expressed as a percentage

11.82% 23.26%

A-32

Property Management Costs Comparisons

Warehouse/Property Management Cost Factors Description

State/ ICASS Totals USAID Totals

State/ ICASS Costs Per Customer

USAID Costs Per Customer Comments

Management by American staff

Costs of USDH and offshore PSCs who manage property or warehouses

$72,861.11 $35,392.85 $535.74 $884.82

Management by locally engaged staff

Costs of all FSN and US locally hired staff who manage property or warehouses

$19,658.20 $17,490.00 $144.55 $437.25

LaborCosts of warehousemen, clerks, storekeepers, drivers, and others involved in property management or warehousing

$184,880.24 $20,963.87 $1,359.41 $524.10

Rent Annual cost of the warehouse lease $90,000.00 $75,400.00 $661.76 $1,885.00

Facilities operationsOther costs of operating the facility such as janitorial contracts, etc.

$1,480.00 $625.00 $10.88 $15.63

VehiclesFuel, maintenance, and depreciation of vehicles used in warehouse operations

$32,586.80 $11,574.33 $239.61 $289.36

Furniture repairCost of refinishing or reupholstering furniture used in residences

$0.00 $0.00 $0.00 $0.00Includes costs of furniture and appliance repair that may have been in Residential Maintenance cost center

ContractsAnnual costs of contracts for warehousing and other services excluding furnishings repair

$0.00 $4,170.00 $0.00 $104.25

Total $401,466.35 $165,616.05 $2,951.96 $4,140.40

A-33



CommentsPersonnel

Managerial 5 Total

2 OBO facilities maintenance managers (paid by OBO)

S/GSO (? %)

Admin (? %)

EXO (5%)

DEXO (10%)

Local hire American, Operations Specialist (Dili) (50/25% ST/LT)

Residential maintenance could be consolidated and would save work

Further investigation is required to determine staff reduction opportunities, but the following should be considered:

Foreman 7

Clerical 4 Secretary (50%)

Drivers 8

Janitorial 1

Tradesmen 66

A-34



CommentsPersonnel (Cont’d)

Engineer/ draftsman

1

Laborers 2

Contractors Project manager (60% GO/LTL)

Maintenance foreman (60% GO/LTL)

Asst maintenance foreman (60% GO/LTL)

9 tradesmen (60% GO/LTL)

3 laborers

USAID take advantage of OBO FMS

Eliminate contract through consolidation

A-35

Residential Maintenance—Description


CommentsManagement systems

Windows for Workorders (PASS system that is linked to ILMS)

MicroSoft Outlook forms with macros—able route work orders

Select and implement best system and processes

Properties supported

68 STL

68 GO properties, of which, 15 are stand alone properties

36 STL

4 GO stand alone

Consolidate residential maintenance operations to reduce overall workload, take advantage of OBO FMS, and share extensive skills/specialties

Facilities Carpenter shop

Sheet metal/ welding shop

Air conditioning shop

Plumbing shop

Using GO house for storage

Use GO house for maintenance

Use an existing GO house as contract management site

Extensive shops and capabilities of ICASS operations could absorb requirements for USAID with some additions

Vehicles 8 trucks and 1 SUV with drivers

1 light SUV (disposal)

2 Mitsubishi Vans (1 slated for disposal)

Consolidation could reduce need 1 to 2 vehicles

A-36

Residential Maintenance—Service Levels


CommentsSpecial capabilities Air conditioning

refurbishment

Locksmith

Furniture refinishing

Carpet installers

Petty cash operation

Key making operation USAID take advantage of ICASS capabilities

Work load 3300 work orders at annual cost of $ 48,000

2 to 3 work orders per day

Service Levels Emergency work orders are worked the same day

Other work orders are completed within approximately 5 days

Make ready always completed in one week

No work order backlog

Emergency work orders assessed and worked immediately

Routine requests worked in 2-3 days, but almost always less than one week

Residents contact contractor directly

DEXO is called and approves/ disapproves immediate work

Employ best practices to achieve highest service levels

Operating hours On call 24/7 On call 24/7

A-37

Residential Maintenance Survey Results - Jakarta

Note: Questions within a shaded box indicate that the difference between the means of State/ICASS and USAID is statistically significant at 0.05.

4o. Overall, you are satisfied with the residential maintenance services provided.

4b5. The residential maintenance policy is written, available, and appropriate.

4a5. You are kept informed of the status of your requests for service.

4b4. There is a clear and published definition of what “emergency maintenance” means.

4a4. Emergency repairs are done quickly so as to minimize damage and inconvenience.

4b3. Preventative maintenance is done regularly and the area is cleaned up afterwards.

4a3. The residential maintenance office notified you in advance, of scheduled maintenance activities.

4d2. The work crews routinely clean up the work area after completion.

4c2. You are routinely asked to provide written or verbal feedback on the quality of repairs made.

4b2. Work orders are responded to in a timely manner.

4a2. Routine maintenance repairs are performed correctly the first time.

4c1. Upon your arrival at your new residence, you were given verbal and/or written instruction on how to operate and clean appliances – alarms,

generators, location of circuit breakers and water cut-off valves

4b1. Residential maintenance staff promptly corrected any problems identified during your move-in.

4a1. Upon your arrival at post, your residential unit was ready for move-in, with the utilities on, repairs & painting completed and the unit

thoroughly cleaned.

Strongly Disagree


MeanMean State/ICASS (n=18) USAID (n=24)

0%

0%

6%

0%

0%

0%

0%

0%

17%

6%

0%

29%

7%

19%

12%

13%

31%

0%

0%

0%

6%

12%

33%

6%

25%

35%

7%

13%

35%

56%

19%

60%

20%

12%

0%

18%

17%

24%

0%

6%

14%

13%

35%

25%

38%

27%

53%

35%

41%

59%

22%

59%

63%

24%

50%

25%

18%

6%

6%

13%

27%

53%

53%

12%

11%

6%

13%

6%

21%

31%

0% 20% 40% 60% 80% 100%

8%

9%

9%

0%

0%

18%

5%

8%

17%

0%

4%

26%

13%

17%

13%

23%

26%

6%

0%

14%

33%

17%

35%

22%

22%

43%

17%

17%

29%

32%

26%

33%

11%

32%

5%

13%

13%

35%

26%

4%

9%

0%

33%

32%

30%

44%

67%

27%

48%

54%

22%

22%

39%

22%

43%

39%

17%

5%

9%

17%

22%

9%

10%

8%

13%

22%

9%

4%

17%

26%

0% 20% 40% 60% 80% 100%

3.38

3.71

2.41

3.63

3.53

2.78

3.71

4.41

4.41

4.07

3.53

3.06

3.25

3.59

3.39

3.35

2.35

3.26

3.43

2.78

3.38

3.24

2.95

4.11

3.72

3.04

3.00

3.38

A-38

Comments about Residential Maintenance – Jakarta State/ICASS

I find myself putting in the same requests regarding my A/Cs. They should probably be replaced. Also the problem with the stairwell ceiling is ongoing. Security upgrades created a hothouse and the ceiling paint always chips off.

On balance I am neutral. My earlier experiences were not positive. As I said, the new FMU team has arrived and they are excellent--so I guess we are hoping this positive wave to continue!!

Too many times I have to go back and request the maintenance be done.

A-39

Comments about Residential Maintenance – Jakarta USAID

X is very responsive, but on a number of occasions it has taken multiple visits and a very long time to correct simple problems, I.e, air conditioning and internet/cable problems.

Residential maintenance workers inevitably arrive without the necessary equipment or supplies to accomplish the required service. Two, three, even four return visits are usually required to get the job done. No apparent oversight or quality control

Regular routine maintenance is mentioned in the maintenance contract but is not carried out. For example, no one cleans/maintains the air conditioners or air cleaners unless you specifically request it and even then, they do not always perform

My unit is leased and not owned by USAID. All maintenance is done by the management of the complex. I am not happy with their maintenance record at all. They seem to never be able to fix anything correctly the first time; it takes a long time

The USAID Mission staff earns my kudos for a job well done.

Residential maintenance done by landlord.

Neutral means: most of the time, but I cannot consistently agree as it does vary. Maintenance crews often leave area dirty, especially with cigarette butts, wrappings, etc. Clean up not always good.

A-40

Residential Maintenance Costs Comparison Statistics

Residential Maintenance Statistics DescriptionState/ ICASS USAID

Total number of residencesTotal of government-owned and short-term leased residences. May include vacant residences. Does not include residences used for offices or clubs

136 40

Number of government-owned residences

Number of residences that are government-owned 68 4

Number of leased residences Number of residences that are short-term leases 68 36

Total residential square meters maintained

Total of floor space in all residences that are maintained 21,046.00 4,846.00

Average number of make readys per year

Average number of new residences to be prepared for occupancy and the average number of existing residences that must be maded ready due to occupant turnover

27.2 14.4

Total residential maintenance staffTotal of all US direct hire staff, offshore PSCs, and locally engaged staff that are managerial, clerical, skilled, or unskilled performing residential maintenance

73 3.2

Contractors Total number of contractors, if known 0 17.4

Staff to residence ratioTotal residential maintenance staffing divided by the number of residences maintained

0.54 0.52

A-41

Residential Maintenance Costs Comparisons

Residential Maintenance Cost Factors Description

State/ ICASS Totals USAID Totals

State/ ICASS Costs Per Residence

USAID Costs Per

Residence Comments

Management by USDH or USPSC

Costs of USDH and offshore PSCs who manage residential maintenance

$121,442.63 $70,392.43 $892.96 $1,759.81

Management by LESCosts of all FSN and US locally hired staff who manage property or warehouses

$92,262.32 $19,752.75 $678.40 $493.82

Skilled tradesmen and other labor costs

Costs of warehousemen, clerks, storekeepers, drivers, and others

$396,395.63 $12,251.14 $2,914.67 $306.28

MaterialsCosts of all materials that go into maintenance of residences

$33,600.00 $0.00 $247.06 $0.00

FacilitiesCosts to rent, operate, and maintain the offices and shops

$40,570.00 $41,062.00 $298.31 $1,026.55

VehiclesFuel, maintenance, and depreciation of vehicles used for residential maintenance

$38,276.48 $3,709.00 $281.44 $92.73

ContractsCosts of all contracts related to residential maintenance

$0.00 $45,788.00 $0.00 $1,144.70

Total Total costs without OBO $722,547.07 $192,955.32 $5,312.85 $4,823.88

Management by OBOCosts of facilities maintenance supervisors paid for by OBO (includes the ongoing maintenance costs for GO/LTL Residential Properties also paid for by OBO)

$287,320.00 $2,112.65 $0.00Paid for by OBO--not an ICASS cost

Total with OBO Total of all costs $1,009,867.07 $192,955.32 $7,425.49 $4,823.88

A-42

Leasing

Activity State/ ICASS USAIDOpportunities/

CommentsCustomers Posts: Jakarta, Dili,

Agencies: State, Agriculture, Commerce, DAO, Interior, Justice, Library of Congress, NAMRU, Office of Defense Cooperation

Posts: Jakarta, Dili

Agencies: USAID

Initiate housing pool to improve quality of housing and share Government owned housing

Maximize advantages of OBO funds and programs

Leases 68 STL residential

1 STL warehouse

36 STL residential

1 STL warehouse

Workload Average of 15 new leases per year

Renewal of approximately 20 leases per year

(check these workload stats!!!)

Average of 12 new leases per year

Renewal of approximately 20 leases per year

(check these workload stats!!!)

Consolidate lease operations simplifying administration and improving average availability of leases

Reduce potential for competition for leases between ICASS and USAID through consolidation

Personnel 1 American LES housing assistant (80%)

1 A/GSO Contracting Officer (20%)

1 S/GSO (5%)

1 FSN Leasing Agent full time (80%)

EXO (5 %)

DEXO (15 %)

1 Leasing FSN (60 %)

Reduce staff

Share knowledge, and best practices

A-43

Leasing (Cont’d)


CommentsIdentify properties Advertisements

Personal contacts

Housing board

Spouse

Share information with USAID

Advertisements

Personal contacts

Housing board

Share information with ICASS

Improve morale by applying common standards for housing

Negotiate leases Site visit

Pre-lease inspection

Negotiation by contracting officer

Schedule occupancy

Site visit

Preliminary negotiation by FSN

Final negotiation by DEXO

Pre-lease inspection

Lease accomplished by procurement office

Schedule occupancy

Negotiate as one organization reducing contacts with landlords and reducing potential for State and USAID unintentionally competing against one another

A-44

Leasing (Cont’d)


CommentsArrange payments 1 year in advance 1 year in advance

Paid out of Bangkok to entities inside and outside of the country

Payments are almost always late due to delays in the system

Generates volume of questions that must be answered by leasing FSN

Offshore payments waiver

Reduce total administrative efforts by consolidating payment administration

Maintain records FSN maintains all lease records

FSN maintains all lease records

Consolidate record keeping and reporting

Renew leases Lease renewal involves review of maintenance and negotiation of price

Lease renewal involves review of maintenance and negotiation of price

Consolidate renewals

A-45

Leasing Survey Results – Jakarta

2c. Overall, you are satisfied with the leasing office.

2b. The leasing office ensures that the landlord of your residence expeditiously resolves

problems with the residence OR the required repairs are made by staff in accordance with the

terms of the contract.

2a. Your residence is the appropriate size and layout for your family’s needs and MORE or

LESS comparable in size and layout to others at post regarding seniority and family size.

Strongly Disagree


MeanMean

State/ICASS(n=18)

USAID(n=24)

Note: There are no statistically significant differences between the means of State/ICASS and USAID for Leasing, Jakarta

9%

10%

0%

18%

0%

14%

9%

30%

7%

0%

10%

21%

64%

50%

57%

0% 20% 40% 60% 80% 100%

4.21

3.90

3.91

3.58

3.67

3.670%

0%

13%

4%

13%

8%

46%

29%

13%

29%

38%

42%

21%

21%

25%

0% 20% 40% 60% 80% 100%

A-46

Comments about Leasing – Jakarta State/ICASS

In my first residence--a large house in Menteng, the Embassy's leasing office (GSO)was not very efficient when dealing with repairs. There were many things wrong with the house--water heater, electricity, security alarm, etc.

The living quarters are fine but it is actually government owned. There are times that the property maintenance leaves room for improvement. Not adequately supervised to see that the maintenance items are handled properly.

My biggest problem with housing is that the military and State Dept cultures tend to clash here. Some housing issues are very contentious and the Embassy housing board has only 2 or 3 military reps.

A-47

Comments about Leasing – Jakarta USAID New security issues in Indonesia require all staff to be in either compounds or apartments. USAID is complying with this

100%, thus, the Mission Director is now living in a non-representational apartment. State, however, still has 35% of their staff.

Extremely poor oversight of maintenance.

Security including inspection of vehicles and use of barriers (both gates and fences) needs to be periodically tested to maintain the vigilance and attentiveness of the guards.

House is seriously short on storage space.

AID handles its own leasing thru my office. We do a good job!

I have heard rumors about kickbacks but have no proof. The maintenance office does not always notify the landlord about needed repairs or maintenance; for example, painting of residence before a new person/family moves in.

As a result of the evacuation in 2002/2003, the Mission has been forced to move to "clustered" housing, which means most people live in apartments. This is unfortunate; not only from a security point of view, but also from a quality of living point of view.

Again, autonomous control of maintenance of housing by USAID Mission has proven essential to avoid being lost in the numbers under a greater Embassy scheme.

Residence does not have enough storage space.

Don't care for the housing; do not like being in a compound.

A-48

Leasing Costs Comparison Statistics

Leasing Statistics DescriptionState/ ICASS USAID

Total number of leasesTotal number of properties leased including residences, warehouses, offices, and parking lots. Does not include Government-owned property

69 36

Number of residential leases Total number of residential properties leased 68 36

Number of non-residential leasesOther leases that include residences, warehouses, offices, parking lots, or other properties

1 0

Average area of residential properties Average area of residential properties calculated using FAM criteria 154.75 113.28

Average rents of residential leasesTotal annual residential lease costs divided by number of residential leases

$32,707.76 $31,147.00

Residential Property FloatTotal number of residences, including Government-owned, divided by the number of employees eligible for housing at post (number of customers) express as percentage

98.55% 76.92%

A-49

Leasing Costs Comparisons

Leasing Cost Factors DescriptionState/ ICASS

Totals USAID Totals

State/ ICASS Costs Per

LeaseUSAID Costs

Per Lease

Management by USDH or USPSC

Costs of USDH and offshore PSCs who manage leases

$59,152.74 $35,392.85 $857.29 $983.13

Management by LESCosts of all FSN and US locally hired staff who manage leases

$15,420.14 $12,071.37 $223.48 $335.32

OtherCosts of vehicles, office supplies, or other costs associated with leasing

$0.00 $0.00 $0.00 $0.00

Total Costs Total annual costs $74,572.88 $47,464.22 $1,080.77 $1,318.45

Appendix AJakarta Detailed Comparisons. A-2 Appendix A – Contents Motorpool Details MotorpoolActivities Motorpool Vehicles Vehicles Not Counted in Motorpool.

Documents

jakarta motorpool details

vehicles drivers

maintenance personnel

clean maintenance

time drivers

major maintenance

numbers of drivers

type vehicle drivers